100 GREAT BUSINESS IDEAS
1 Building customer trust and loyalty
2 Scenario planning
3 Making your employees proud
4 Using customer information
5 The rule of 150
6 Information orientation
7 Franchising
8 Eliminating waste (muda)
9 Customer bonding
10 Psychographic profi ling
11 Understanding demography
12 Mass customization
13 Leading “top-down” innovation
14 Social networking and transmitting company values
15 Achieving breakthrough growth
16 Deep-dive prototyping
17 Market testing
18 Empowering your customers
19 Cannibalizing
20 Increasing competitiveness
21 Clustering
22 Highlighting unique selling points (USPs)
23 The experience curve
24 The employee –customer–profi t chain
25 Measuring employees’ performance
CONTENTS
26 Brand spaces
27 Being spaces
28 Increasing accessibility
29 Partnering
30 Bumper-sticker strategy
31 Valuing instinct
32 Building a learning organization
33 Reinvention
34 Corporate social responsibility
35 The tipping point
36 Outsourcing
37 Keeping your product offering current
38 Experiential marketing
39 Information dashboards and monitoring performance
40 Flexible working
41 Redefi ne your audience
42 Vendor lock-in
43 Turning the supply chain into a revenue chain
44 Intelligent negotiating
45 Complementary partnering
46 Feel-good advertising
47 Innovations in day-to-day convenience
48 Lifestyle brands
49 Being honest with customers
50 Instant recognizability
51 Managing a turnaround
52 Diversity
53 Balancing core and the context
54 Business process redesign
55 Convergence
56 Cross-selling and up-selling
57 Kotter’s eight phases of change
58 Business-to-business marketing
59 Employee value proposition
60 Built-in obsolescence
61 Avoiding commoditization
62 Developing employee engagement
63 Managing by wandering about (MBWA)
64 Precision marketing
65 Branding
66 Empowerment
67 Rethinking the budget
68 The buyer’s cycle
69 Direct selling
70 Age-sensitive management
71 Three-factor theory
72 Developing Islamic products
73 Support and challenge groups
74 Clear strategy
75 Six-hat thinking
76 Building business relationships
77 Learning together
78 Microfi nance
79 Surviving a downturn
80 Innovation culture
81 Resource building
82 Building trust
83 Emotional intelligence
84 The balanced scorecard
85 Developing a sales culture
86 Market segmentation
87 Audacity
88 Silo busting
89 Selling online
90 Value innovation
91 Talent management
92 The leadership pipeline
93 Hardball
94 Web presence
95 Viral marketing
96 Coaching and supervision
97 User-centered innovation
98 Internal promotion and succession planning
99 Developing knowledge and intellectual capital
100 Decision making and the paradox of choice
Dear Yousif Riyadh Mahmood,
In many of these 100 areas of business, companies and startups are being developed. Many of these rapidly developing ventures base their business development on new technologies, product, technological, process innovations, management, etc. Many startups develop their business projects trying to diagnose and use new market niches that also appear in connection with the development of new technologies, in including new information and Internet technologies, etc. New fast-growing startups, based on their development in innovative technological, product and service solutions, etc., diagnose technological gaps or market niches in fast-growing, eg information services, Internet, advanced information processing, etc. providing these new information services may be a classic, already known sales model, logistics, management, etc. On the other hand, there are also startups that base their business success on a different approach, i.e. they are already familiar with classic information, internet or other services but according to a new, innovative formula of sales, logistics, distribution, payment methods, new forms of remote order processing, etc. The risk of opening new startups is high, the highest usually because statistically only 1 in 10 develops in a period of more than a few years and achieves a large, unique business success. However, the reward for this high investment risk is also high in the right diagnosis of the technological gap or niche market and efficient business management. This reward is high profitability, generating large financial surpluses and development opportunities through continuous reinvestments, thanks to which the company becomes much larger each year and takes up larger and larger shares in specific markets. Then, a novice innovative startup must quickly develop to maintain a priority position in a niche market, which he himself diagnosed and was the first to penetrate the business. It needs to develop quickly to avoid taking over from a large technology company, bank or investment fund, which are looking for such developmental, innovative startups to take over majority shareholdings. After a few years of this type of capital acquisition, initially a small startup is absorbed by a large technology company, transformed into its part in the capital structure, leaving, modifying or liquidating the original startup brand. If the acquirer of the majority shareholding is a bank or an investment fund, then for the most of a few years a small local startup is developed into a globally recognized brand of an internationally important company and when it reaches a certain level of significant share in specific global markets it is sold to other investors . This sale process is often carried out by another issue of shares, but already on the public market and new investors, which may also be citizens with investment accounts in brokerage offices, are given the opportunity to deposit financial surpluses, ie their savings in shares of a developing technology company. In such a situation, the shares of the company are usually introduced to the stock exchange in order to enable the citizen to sell them at any time, provided that there is high liquidity on the exchange market in trading these shares. However, whether shareholders after a few years of ownership of these shares will get rich depends largely on the quality of management of this company by new owners, new major shareholders.
I invite you to the discussion.
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